Be Slow to Hire, But Quick to Fire...

Today, I met up with a business manager who shared with me that her company has to hire a new sales person.  She shared that her small business hasn't hired a person in a very long time, because fortunately, they have a cohesive group and haven't lost anyone in several years.  Now their business has expanded and she needs to add another team member, but she is (wisely) a little apprehensive about bringing on a new team member knowing that introducing an "unknown" may change the great team chemistry that exists there already. 

Take Your Time Before You Decide....

My advice to her was, "Be slow to hire....Take your time."  Hiring a new team member is one of the most important decisions you make for the organization.  Consider that it's also one of the longest-term business decisions you can make, and you may have to live with the decision for a long time.

Be Quick to Fire

In the same breath, though, I also said, "...and be quick to fire."  What I mean, is that if there's a team member  that seems to clearly pull the rest of the team down (destroying the team) through performance or conduct / behavior (I refuse to use the word "attitude"), then, absolutely, be quick to make the decision to let the person go.  Don't let the team suffer because you struggle with mustering up your courage.  Don't run the risk of losing other good performers because it's not convenient to go short-handed. 

Waiting to Exhale

Ever notice that when a poor performer is finally released, how much more smoothly the team runs?  It's as if the team has been waiting to exhale.  After finally letting go of the one that stirred up the team for so long, there's almost a calming feeling in the air, and everyone feels relieved.  That's because drama is negative energy and it's distracting and unhealthy.  Removing that element makes the entire team function better. 

Someone once coined it, "Sometimes you have to shoot one to save the herd."  I couldn't agree more; especially when that "ONE" is the person you spend 90% of your time having to run behind and do damage control.  Be decisive and quick to take out the bad apple before it spoils the whole bunch.

Summary

Hiring is one of the most time-consuming parts of managing a business.  But, while it takes time, it's also well worth the time when you hire the right person the FIRST time.  But, if you realize that you made a mistake by hiring the wrong person, don't hesitate...fix it.  Let that individual move on to a job that they will be happier with, and save the team from misery. 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

Job Descriptions Are Important (Like Having Bullets in the Chamber)

Do You Feel Lucky, Punk? 

As an HR Consultant, I encounter a lot of small businesses that have never developed written job descriptions for their company.  They subscribe to the myth that a job description is not important and is fluff.  Or, they believe that if they put the job down in writing, the incumbent will hold their feet to the fire that the "job does not include 'XYZ' because it's not written on the job description." 

A Bullet In The Chamber

Both of these myths are completely wrong.  But, I suppose, unless you've been involved in defending your company against an EEOC claim or involved with having to manage performance of a failing employee, you may not realize how important a well-written job description can be.  Like the Old West, you never want to be challenged to a draw at 10 paces without a bullet in the chamber.

Your Defense Against Claims of Discrimination

A job description is your best defense against a claim of discrimination.  You have it identified clearly and concisely what the job entails, the educational and experience required to competently perform the job, and the physical requirements in order to perform the tasks.  You are the one who establishes the criteria.  You are the one that decides what is considered "qualified" versus "not qualified."  But you'd be wise to write down these criterion so that you are consistent in your hiring, firing, and performance management practices.

What Should Be Included on a Job Description?

Job descriptions are generally written as a broad brush-stroke to identify the essential functions of the job.  These are the key tasks and duties placed upon the incumbent holding this position.  The essential job functions outline what types of responsibilities, duties and tasks the incumbent will be doing as a course of performing the job.  A good rule of thumb is to look at what a person should be doing 80% of the time through the course of doing their job.  The other 20% is usually less "essential" and more categorized as "other duties as assigned."  That 20% is peripheral to the job, and although they may do these tasks/duties upon occasion, the majority of their work encompasses the initial 80%.

Job descriptions should also have identified requirements of previous related work experience, educational requirements, certifications or specialized training required. 

Don't Forget the Physical Requirements!

Additionally, job descriptions have the physical requirements of the position clearly identified.  This is particularly important when defending your company against a claim of ADA (whereby, you discriminated against an applicant based on their disability).  If you have no job description written to show the physical requirements of the job, how can you claim that someone could not perform the job?  How can you defend against someone who claims you illegally discriminated against him when you haven't defined (in writing) what the job would require?

Most Jobs Require Personalities, Too...

(go figure!)

I've never personally encountered a job that didn't require some degree of people skills and personality traits to do the job well.  That's why it's important to include the interpersonal skills, personality traits and qualities that are required of the position. 

For example, a position may require someone who has the ability to handle himself well under tight deadlines and under pressure.  It would be good to add this into the job description.  You can interview and then select candidates who carry themselves well under pressure. 

Or perhaps being team-oriented, results-driven or self-directed is important to the job.  Include, and by all means, interview for these traits in a person!  By doing so, you can identify the "spurs" before having to give someone the "boot!"  (Ok, that was a sad attempt at Old-West humor...)

Summary:  Put it in writing.  Don't assume that everyone's on the same sheet of music when you're hiring or making employment decisions.  The job description is one of the most important HR documents you can have in your arsenal.  And Parter, it just might save you in a legal gunfight.      

Kathleen Lapekas - PHR

Action HR Consulting

"For Personal Attention to Personnel Matters..."

http://www.actionhrconsultant.com/